Chapter

1 Organizational Behavior: Developing People-

Centered Organizations and Skills

Organizational Behavior: Developing People-

Centered Organizations and Skills

The Manager’s Job: The Manager’s Job: Getting Things Done Getting Things Done Through Others Through Others

The Field of The Field of Organizational Organizational Behavior: Past and Behavior: Past and PresentPresent

Learning About OB Learning About OB from Theory, Research from Theory, Research and Practiceand Practice

A Topical Model for A Topical Model for Understanding and Understanding and Managing OBManaging OB

The Manager’s Job

Management – the process of working with and through others to achieve organizational objectives in an efficient and ethical manner

Efficient – use of resources

Ethical – moral choice of what is right or wrong

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Skills Exhibited by an Effective Manager

6) Provides feedback honestly and constructively

5) Facilitates work through team building, coaching, and support

4) Has technical and administrative expertise to answer organization-related questions

3) Plans and organizes for an orderly work flow

2) Encourages participation, upward communication, and suggestions

1) Clarifies goals and objectives for everyone involved

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Skills Exhibited by an Effective Manager

11) Recognizes good performance with rewards and positive reinforcement

10) Empowers and delegates key duties to others while maintaining goal clarity and commitment

9) Applies reasonable pressure for goal accomplishment

8) Controls details without being overbearing

7) Keeps things moving by relying on schedules, deadlines, and helpful reminders

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Cont.

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Research shows:

Women and men managers have very similar skill profiles

Derailed managers are often those who overestimate their mastery of these skills

Human and Social Capital

Human CapitalHuman Capital the productive potential of an individual’s knowledge and actions

Social CapitalSocial Capital productive potential resulting from strong relationships, goodwill, trust, and cooperative effort

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Research shows

Formal organizational learning and knowledge management programs need social capital to leverage individual human capital due to increased use of teams, participative management, empowerment, customer-oriented leaders, view of employees as internal customers

Organizational Behavior

Defined as an interdisciplinary field dedicated to better understanding and managing of people at work

Influenced by Psychology – human behavior

Individual differences Social psychology Industrial and organizational psychology

Sociology – social systems Anthropology - societies Political science – political environment

Evolution of OB

Human relations movement – focus on employees as people

Total quality management – focus on customer satisfaction

Internet revolution – focus on better work through technology

The Human Relations Movement

Hawthorne studies – supportive supervision leads to greater production

Mary Parker Follett – more democratic organizations

McGregor – theories of motivation

McGregor’s Theory X and Theory Y

5) Employees typically have imagination, ingenuity, and creativity

4) Employees can learn to seek responsibility

3) Rewards help people become committed to organizational objectives

3) Most people prefer to be directed

2) People committed to objectives are capable of self-direction

2) People must be pushed to work

1) Work is a natural activity1) People dislike work

Theory YTheory YTheory XTheory X

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What is Total Quality Management? (TQM)

Principles of TQM:Principles of TQM: Do it right the first time to eliminate costly rework Listen to and learn from customers and employees Make continuous improvement an everyday matter Build teamwork, trust, and mutual respect

TQM:TQM: an organizational culture dedicated to training, continuous improvement, and customer satisfaction

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The TQM Movement

Formal training in statistical process control techniques and teamwork

Helpful leadership, rather that order giving and punishment

Elimination of fear so employees will feel free to ask questions

Emphasis on continuous process improvements rather than on numerical quotas

Teamwork Elimination of barriers to good workmanship

The Deming Legacy:The Deming Legacy:

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E-business Implications for OB

E-businessE-business involves using the Internet to facilitate every aspect of running a business.

Internet – global system of networked computers

E-Management – Fast paced; Virtual teams, Networking skills E-communication – Email use/abuse; Telecommuting promised

and drawbacks Goal setting and feedback – Web-based

goal-setting/evaluation; Risk of over control? Organizational structure – Virtual teams and organizations;

Lack of trust and loyalty in “faceless” organizations? Job design – “Sticky” work settings; Unrealistic expectations?

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E-Business Implications Cont.

Decision making – Less time to make more decisions; Information overload; Empowerment and participative decision making

Knowledge management – E-training; E-learning; distance learning: Asynchronous vs. synchronous

Speed, conflict, and stress – Does relentless speed equal burnout?

Change and resistance to change – Stop the World, I want to get off! Constant change equals conflict

Ethics – Net slaves (low pay with unrealistic promises of riches); Electronic monitoring; Repetitive motion injuries; Abuse of part-timers (no benefits, no job security); Privacy issues

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The Contingency Approach

The best managerial technique is situationally specific

Managers must adapt Learn tools for adapting through

Theory Research Practice

Learning Module C

Research Methods in OB

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The Research Process

The Scientific Method Identify problem Form a hypothesis Gather information Analyze data Identify new problem

Study Designs Correlational Experimental

Correlational Design

Type of question Variables

Predictor Criterion

Measuring variables Reliability Validity

Drawing a conclusion about your question Prediction Statistical significance

Experimental design

Type of question Variables

Independent variable Dependent variable

Assessing variables Random assignment Control group Quasi-experiment

Drawing a conclusion Cause

The Scientific Literature

Empirical Research StudiesFour sections

Review ArticlesCritical evaluations and suggestions for

future research

Theoretical ArticlesDevelop new ideas or models using past

work

Learning Module A

Ethics and Organizational Behavior

Ethics – set of principles of right and wrong conduct

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A Model of Ethical Behavior in the Workplace

Cultural Influences Family Education Religion Media/entertainment

Organizational Influences Ethical codes Organizational culture Role models (age military, teams) Perceived pressure for results Rewards/punishment system

Individual- Personality

- Values- Moral

principles- History of

reinforcement- Gender

Political/Legal/EconomicInfluences

Ethical behavior

Rol

eEx

pec

tatio

ns

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A-1Figure A-1

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What does research show about the effects of gender?

Men:Men: Justice Perspective Justice Perspective

based on the ideal of reciprocal rights and driven by rules and regulations

Women:Women: Care Perspective Care Perspective involves

compassion and an ideal of attention and response to need

Men and Women view moral problems and situations differently

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General Moral Principles

Dignity of human life Autonomy Honesty Loyalty Fairness Humaneness The common good

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Improving On-the-Job Ethics

Behave ethically yourself

Screen potential employees

Develop a Meaningful Code of Ethics

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